The Marketer's Toolkit 2023 Glob
The Marketer's Toolkit 2023 Glob
The Marketer's Toolkit 2023 Glob
Toolkit 2023
Your guide to focus, survive & thrive
We began last year hoping to put the concern worldwide, there are several process by collating a broad selection
The 12th edition of WARC’s economic havoc of the pandemic other issues marketers will also need to of macro-level drivers, before extensive
annual Marketer’s Toolkit behind us. Instead, within weeks the war contend with. research and analysis filter it down
in Ukraine turned the world on to the five most important areas of
includes a series of reports
its head. The war, climate change and rapidly change that we address in the Global
aimed at helping marketers
deteriorating US-China trade relations Trends Report.
identify and focus on key The war has had a transformative threaten the regular supply of goods,
areas of industry disruption, impact on energy prices, inflation and driving major changes in industries Uncertainty will rule in 2023, but
determine the most effective the cost of living around the world. that have built businesses on the marketers who are able to drive
strategies, and benefit from The IMF forecasts 2.7% global growth basis of just-in-time availability. Media transformative change in consequential
arising opportunities. in 2023, down from 6% in 2021, and fragmentation and cultural divides areas can benefit from emerging
presents the weakest growth profile are making it harder than ever to opportunities. The 2023 Marketer’s
since 2001 (except for the global aggregate audiences and create Toolkit is designed to help companies
financial crisis and the acute phase of messages that resonate broadly. Even find and focus on these opportunities,
the COVID-19 pandemic). Meanwhile the technology giants are finding and make the most of the coming year.
inflation is expected to improve, but still revenues harder to come by. And of
remain high, at 6.5%. course, the climate emergency has
only escalated in the intervening
The Marketer’s Toolkit survey of months between COPs.
1,700+ marketers worldwide found
Qaiser Bachani
Global Head of Digital COE
In this Contents
report
1 2 3
Marketing in a A reckoning The era of
cost-of-living crisis for Big Tech “bubble up” culture
The Global Trends Report is the first
module in the Marketer’s Toolkit 2023,
aimed at providing marketers with a Current macroeconomic factors Shifts in demand, new competition Technological and societal trends
set of planning and decision-making are driving very high levels of price and the blurring of product have split traditional segments into
tools for the coming year. It identifies sensitivity. Marketers must find ways categories mean that gravity is different ideological and interest-based
five trends that will disrupt existing to maintain brand equity and increase finally starting to affect technology communities. Increasingly, effective
global marketing practices, and offers market share in an increasingly leaders, forcing new strategies marketing will require marketers to target
insights to help turn these disruptive difficult economic scenario. from them in 2023. messaging based on these elements.
areas into opportunities for growth.
4 5
Trend identification is based on our The clash of Price vs. planet:
proprietary STEPIC methodology demand, delivery A false dichotomy
along with an in-depth review of and disruption
the latest insights and industry
information. The report further War, climate change and inflation Marketers will need to balance
incorporates a global survey of 1,700+ are all creating unprecedented sustainability initiatives with
marketing executives, and one-on- disruption for global supply-chains. increased price sensitivity from
one interviews with leading marketers Consistent inventory and reliable consumers in this current economic
Note: Unless specified otherwise, all survey data in this report is from the 2023 Marketer’s Toolkit survey, an online survey of 1,700+ marketers worldwide,
conducted in September 2022.
Extensive research and data collation of key macroeconomic forces driving change
The STEPIC
S T E P I C
methodology Society
The drivers altering
Technology
The drivers enabling
Economy
The drivers of
Policy
The regulatory
Industry
The drivers dictating
Creativity
The drivers shaping
consumer behaviour new models, processes marketing drivers affecting the competitive creative output
and preferences and possibilities investment marketing activity environment
This report is part of the 12th annual
Marketer’s Toolkit from WARC, aimed at
providing insight and planning support for
Analysis and selection process; selecting most viable themes from research
the main challenges facing marketers in
the coming year.
The need to address How important are each of the following societal topics and consumer
inflation rises concerns in terms of their impact on your 2023 marketing strategy?
Significant impact Some impact No impact
The 2023 Marketer’s Toolkit survey asked
respondents two pointed questions about
how rising inflation is affecting their plans
The impact of economic recession 63% 32% 5%
for 2023, and both showed addressing it as
the number one priority. Environment: conscious consumption,
sustainability and climate change
40% 49% 11%
In the chart at the right, 95% said “the
Data: privacy, consumer's control
impact of recession” was affecting their 39% 47% 14%
over their data, ethical internet
planning, with 63% calling that impact
“significant”. Brand safety issues (i.e. avoiding
37% 44% 19%
disinformation and hate speech)
How marketers are responding Do you expect the balance of your investment
in brand vs. performance to change over the
Data from the Toolkit survey shows during a downturn. Another is that next year?
marketers are deploying many there is clear recognition amongst
strategies to manage the economic respondents that the lines between (By survey year)
situation, including a plan to brand and performance are getting
“adjust spend between brand and murky, with 62% saying they see Increased investment in brand Increased investment in performance No change
performance marketing” on the part convergence between the two on
of 43%. As we’ve seen during prior digital commerce platforms. 100%
economic slowdowns, there is also a
healthy – or unhealthy – percentage When it comes to performance 20% 24%
28%
(36%) who plan on reducing marketing marketing, things are directionally 36%
spend. clear, with 39% saying they are going
75%
to move budget to digital channels
But here’s where it gets interesting. and 35% saying they plan on
More Toolkit respondents than last shifting to “value-focused offers and
32% 50%
year are predicting an increase in promotions”. 46%
50%
budget in both areas. On the brand
41%
side, 31% say they are increasing
spend, as compared to 23% last year.
On the performance side, the split is
25%
46%/41%. 40%
The rush to cut advertising spend First, let’s look at pricing; it’s not Effectiveness Database, ESOV has large
is understandable, especially in something marketers are accustomed business effects across all budgets,
organisations where marketing isn’t to because prices have been static building mental availability when other
viewed as an investment – as is the for years. brands go dark.
focus on price promotions to support
sales. However, evidence supports going Les Binet recently urged brands to But don’t let performance do the heavy
in the opposite direction on both. use econometrics to get a handle lifting when building ESOV. British
on price elasticity, studying growth e-commerce clothing brand Asos is
During downturns, marketers prospects and price pressures in finding this out the hard way; its over-
who continue to invest in brand their sector. While it’s important to investment in performance (+80%)
advertising and are prudent about optimise around price, promotion and and failure to invest in long-term brand
price promotions: ad budgets, he noted brand advertising awareness has caught it in the “spiral
is the underpinning, supporting prices of doom” where continual discounting
• Often weather increases in
and margins. The “force multiplier” of erodes gross margins over time.
pricing better because they’ve
creativity is also crucial.
built brand equity.
Does investment during downturns
• Come out stronger, often because Focusing on brand protects against really work? Analytic Partners data from
they focus on gaining excess share of price elasticity. And this can be done in the last recession shows what happens
voice (ESOV). many ways, via ESOV, innovation, and when advertising Is considered an
getting the tone of messaging right. investment: brands that boosted their ad
• Enhance connections with customers
The tone of messaging is also a key YouTube (30%), but is less popular in
consideration when marketing in a print, outdoor and website ads.
cost-of-living crisis.
System1’s analysis of 2021 Super
First and foremost, brands need to Bowl ads demonstrates humour’s
convey sensitivity and transparency impact. Despite racial strife,
– don’t resort to euphemisms when polarisation and ongoing worry in the
relaying bad news. Especially when US about the pandemic, nine of the
having to raise prices, brands need to top 10 ads favoured by consumers
communicate their value, aside from employed humour. Notably, the only
price, and also realise that consumers top ad that wasn’t humorous – from
may have enhanced expectations in the employment site Indeed.com –
areas such as customer experience. displayed empathy, another way that
marketers can effectively use tone.
Another technique is to rely on humour,
especially for brands which commonly Marketing in a cost-of-living crisis
rely on it. In fact, following this advice is about expanding deep customer
might be a competitive advantage; connections through savvy use of
humour has been declining in use media and messaging. The evidence
since 2009, according to research shows brands which embrace this will
Case Study
At its 2022 annual meeting, CPG giant Part of the strategy entails promoting Results Takeaways
Procter & Gamble stressed that it is products across price tiers – the
On its most recent earnings call, • There are many ways, other than
managing the cost- of-living crisis Tide laundry brand has price points
P&G said: price, to communicate value; these
by focusing on product value and for the US market ranging from 50
can range from product benefits to
superiority. CEO Jon Moeller said cents per load to about 20 cents. • Organic sales grew (7%) in all
how a product addresses concerns
that means to, “double down on the But the company is also driving product categories; P&G has
such as the environment.
integrated set of strategies that have value messaging, aside from price. maintained global aggregate
been delivering very strong results.” Dishwashing brand Dawn, for instance, market share. • Giving consumers’ options across
promises to clean up to 2,000 more price tiers helps them address their
This includes: • Mid-tier brands in the Fabric
dishes than a leading competitor. economic issues without resorting
Care category have grown as
• A portfolio of daily use products to price promotions.
consumers trade down, but stay
and categories where performance Strong, value-based messaging
within P&G’s portfolio. • Think of every place a brand
drives brand choice; extends across copy, packaging, and
Takeaways 1 2 3
The combination of inflation and a Pricing can no longer be the For all the focus on investment,
probable recession makes this an ‘forgotten P’ since price increases are don’t forget how important the
atypical downturn. a central concern for consumers. tone of messaging is in building
connections with your customers.
This also means the long-standing To get a handle on an individual
advice to marketers to maintain brand’s price elasticity, marketers One underutilised technique is
spending on brand advertising, and should use econometrics, assessing humour, which, if used well, can be a
keep building share of voice, is even the impact marketing investment has competitive advantage, even during
more important; Consumers in an on price. Strong brands, which focus tumultuous times. A Kantar study of
market segments, whether e-commerce Alphabet and Meta are still expected
(Amazon), hardware (Apple) or business to earn a combined $324.3bn in ad
services (Microsoft). Even digital revenue in 2022, according to WARC
advertising was neatly divided between Media forecasts. However, their
social (Meta’s Facebook and Instagram), ‘duopoly’ dominance of the digital ad
search and video (Alphabet’s Google sector is being seriously challenged
and YouTube). for the first time. The seemingly
unstoppable rise of TikTok, alongside
This cosy arrangement is at an end, the arrival of new ad players like Netflix,
however. Big Tech stocks have lost suggests brands will have more choice
billions of dollars in value in 2022. As in how they allocate digital marketing
firms seek growth in a post-pandemic budgets. And while initial reactions
landscape, the likelihood of territorial to Elon Musk’s Twitter acquisition are
encroachment increases. far from positive, his deep pockets
might eventually turn it into a stronger
The digital ad market has been upended competitor.
by Apple’s App Tracking Transparency
(ATT) privacy policy, which has made it All the while, Big Tech finds itself
harder for apps like Snapchat to target under a growing weight of regulatory
users and measure the success of restrictions, with the European
AI tech a top priority Which of the following emerging technologies do you expect to be most
for advertisers important to you next year?
2022 2021 2020
Big Tech companies wishing to retain
a close relationship with marketers
42%
would do well to prioritise artificial Arti cial intelligence 36%
38%
intelligence (AI) capabilities. For a third 30%
Live video/livestreaming 30%
consecutive year, survey respondents 0%
29%
have named AI as the most important The Metaverse
0%
10%
This year’s Toolkit survey finds This enforced competition will likely between businesses and consumers
advertisers reappraising long-held mean Big Tech firms working harder to (i.e. Amazon, Meta, Alphabet and
assumptions about the Big Tech attract brand dollars, which can only be Microsoft). Firms must adhere to
landscape. good news for marketers. complex rules on data transparency,
and brands have greater autonomy to
1. Brands have more choice in the 2. Regulation is giving brands set their own prices.
tech space more control
Two years ago, nearly one-in-five (19%) Data privacy remains a top-three 3. TikTok is reshaping the
advertisers claimed that Google and societal concern for advertisers, with digital landscape
Facebook’s digital media ‘duopoly’ was 39% saying it will have a significant TikTok has shaken the Big Tech status
one of their biggest concerns when impact on their 2023 marketing quo and brands are responding in kind:
drawing up marketing plans. Those strategy. 76% of those surveyed plan to increase
worries have subsided: only 11% of investment with the mobile video app
respondents now cite the duopoly as a Regulators are similarly preoccupied. in 2023.
major headache. Europe’s Digital Markets Act (DMA),
which comes into force in 2023, arrives Alphabet recently admitted younger
The majority of advertisers (62%) hot on the heels of further restrictive users prefer discovery via TikTok videos,
agree that a range of changing market guidelines from authorities in China and rather than written searches on Google.
dynamics are forcing strategic shifts India, even if the prospect of antitrust Both YouTube (Shorts) and Instagram
from the tech giants – from Netflix’s measures in the US appears to have (Reels) are betting heavily on TikTok- Nonetheless, the pivot to full-screen,
Despite economic headwinds, Metaverse not taken off at the expected speed.
Big Tech’s restless pursuit of the next For all the hype, Meta’s vision of the However, despite evidence that
big revenue opportunity will remain metaverse remains unfulfilled. The Western consumers reject the notion of
undimmed. Each major tech player company hopes its new Quest Pro VR Chinese-style ‘super-apps’, companies
is determined to seize first-mover headset will encourage users to work have not yet given up on their plans
advantage in a nascent field, such as: in virtual environments, while brands to integrate content and commerce.
can use Meta’s Avatar Store to sell TikTok is reportedly planning to operate
Digital healthcare digital goods. However, rivals may be its own US warehouses, to further
Digital health and wearable technology stealing a march. Apple will release capitalise on the #TikTokmademebuyit
ownership grew markedly during of its own mixed-reality headset trend for video content influencing
the pandemic, and is likely to be a in 2023, with augmented reality purchase behaviour.
key battleground in 2023. This trend glasses expected to arrive by 2025.
didn’t go unnoticed by Big Tech, which A resurgent Microsoft, meanwhile,
collectively spent $3.6bn on health- already buoyed by its acquisition of
related M&A activity in 2021, centred gaming company Activision Blizzard,
on data and devices. Investment is looking at the space through a
stepped up this year: Amazon B2B lens, and plans to build its own
acquired primary care tech provider ‘industrial metaverse’.
One Medical in a $3.9bn deal, while
TikTok-owner ByteDance revealed its Commerce
Case Study
In November 2021, beauty business media owners that use visitor data Results Takeaways
Lush opted to remove itself from in “unpublished ways”. The company’s
• Lush arrived at the pre-Christmas • Context matters. Purpose-driven brands
Facebook, Instagram, Snapchat and CEO said he would be prepared to
trading period with a surplus cash may find their marketing message
TikTok in protest at user and brand lose out on £10m in sales as a result
amount of £26.7m, reflecting compromised by the quality of media
safety concerns. of the move.
improved liquidity. environment in which they advertise.
Lush likened the environment provided This isn’t the first time Lush has • In-person retail is a priority: • Advertisers can select the Big Tech
by social platforms to a “dark and boycotted social platforms – it did so, Lush invested £7.6m in new store platforms that they believe most closely
dangerous alleyway”, and unbecoming briefly, in 2019 as well – but on this openings and refits across the UK aligns with their goals and brand values.
of a company whose purpose is to occasion the abstinence has been and Europe.
• Abstaining from investment with
help people “relax and pay attention to maintained. Instead, Lush has focused
• Lush has attempted to maintain major platforms can generate valuable
their wellbeing”. on growing its YouTube following,
reach through innovations such as PR exposure.
using Pinterest to share inspirational
Takeaways 1 2 3
Big Tech companies are seeking Alphabet and Meta’s digital Brands have an opportunity to reset
new sources of revenue, in some advertising ‘duopoly’ is being their relationships with Big Tech.
cases bringing them into direct seriously challenged for the
competition for the first time. first time. For years, many advertisers have felt
dependent on the reach and targeting
Growth is slowing in Big Tech’s core Apple’s ATT policy has weakened the capabilities offered by Facebook and
sectors, including digital advertising ability of app-based platforms such as Google. The rise of TikTok and Amazon
and e-commerce. This is encouraging Instagram and Snapchat to track users as media owners, plus newcomers like
those companies to invest vast sums and measure campaign performance. Netflix joining the advertising space,
Fragmenting audiences, shifting budgets How do you expect investment in the following
digital platforms to change in 2023?
Marketers are not convinced the age targeting interest-based communities
Increase Stay the same Decrease
of mainstream reach is finished – or, at to rise. Sixty-three percent said the
least, not yet. same for gaming – a space where
community is deeply embedded – as TikTok 76% 20% 4%
Proof comes from WARC’s 2022 did 52% for their outlay on influencers
Marketer’s Toolkit poll: when asked if and other social media content. YouTube 57% 37% 6%
‘The era of mass marketing is over’, a Google 53% 43% 4%
48% plurality of interviewees rejected Shifts in audience usage (67%)
this proposition. and audience fragmentation (47%) Twitch 50% 40% 11%
were cited as the main reasons for
Linkedln 46% 45% 9%
The data, though, indicated there is decreasing investment in certain
a broader awareness that the rules digital properties – with creator- Instagram 46% 43% 11%
of engagement are changing. While led platforms like TikTok, Twitch
Amazon 44% 47% 9%
inflation/cost-of-living were the and YouTube amongst the main
biggest source of concern for 2023, beneficiaries of this shift, while legacy WhatsApp 37% 50% 12%
mentioned by 37% of the panel, media social hubs like Facebook and Twitter
Spotify 37% 52% 11%
and audience fragmentation was close saw more brands plan to cut back than
behind on 34%. raise Facebook 23% 47% 30%
their outlay.
The survey also demonstrated Twitter 19% 53% 28%
1. Tapping into community- • Draw bedrock insights from fans and interconnections between groups
first culture extend them to broader audiences, will yield benefits.
as with McDonald’s Famous Orders;
To understand the power of community-
4. Media plans need a rethink
first culture, marketers can look to • Reassess customer journeys, as
MrBeast, aka Jimmy Donaldson, some buyers may purchase based Media strategies – from audience
an online star with over 100 million on community recommendations identification and planning to
YouTube subscribers. (#TikTokmademebuyit) and cross-media measurement – will
“discover” a brand afterwards. need a rethink:
While MrBeast’s brand is rooted
• “Tribe-based” approaches can
in stunt and giveaway videos, it is 3. Diversifying research methods
be test-and-learn and coupled
diversifying – such as with a hamburger
Each community has an internal with mass or one-to-one
line available for delivery across much
culture, so quantitative research communications.
of the US, and which saw fans swamp propulsion towards the mainstream
alone will not suffice:
a recent brick-and-mortar restaurant by a movement; • Contextual targeting can be used to
launch. It has been licensed in several • Qualitative research could be set develop awareness and credibility
• Span the online and offline worlds.
Asian markets, too. for a resurgence, as it is a powerful with communities using ads before
way to identify communal patterns, pursuing deeper engagement.
2. Brands and journeys evolve
This example shows fan communities: cues and values.
• As social media properties battle for
To tap into such effects, marketers
• Are in-built audiences for new • Analysing community hierarchies leading creators, brands must track
may want to:
Alon Lian
Anubha Sahasrabuddhe Antonia Wade Head of Advertising
CMO Global CMO & Media Business
Lion Breweries PwC TCL
Case Study
McDonald’s, the quick-service chain, This idea was translated into a Results Takeaways
had long been a US cultural icon. repeatable platform which asked
• McDonald’s econometric modeling • Fans can be a vital source of
But the brand was losing relevance well-known McDonald’s fans – like
attributed $283 million in sales understanding about the deepest
with younger, diverse consumers, music stars Travis Scott, BTS and
to the Famous Orders platform points of connection between consumers
and wanted to find a meaningful way Saweetie – to reveal their favourite
between 2019 and 2021. and a brand.
to re-engage them. orders, and then gave customers the
opportunity to buy these meals in- • In the same period, its sales were • Partnerships can give marketers
In doing so, McDonald’s turned to its store. A celebrity focus enabled the 40% higher while its return on immediate access to two communities:
fans for inspiration. And the resultant brand to engage its own audience marketing investment was up 42%. a brand’s own enthusiasts and
insight highlighted a core truth about while tapping into the fanbases of its a celebrity’s fans.
• Its market share amongst young
its enthusiasts which also resonated big-name ambassadors, too.
consumers outpaced the same • One-off campaigns can undoubtedly
with a much broader audience: namely,
metric amongst all adults, with make an impression, but replicable
that every customer – from high-profile
Takeaways 1 2 3
Mass culture has become a Taking part in “bubble up” culture Creators are the lifeblood of
contested idea at a time when will require that brands find authentic this new digital ecosystem, and
communities, “tribes” and fandoms ways of engaging with numerous especially popular with members
are increasingly the source of different communities while remaining of Gen Z. For marketers and media
culture formation and dissemination. true to a clear, overarching proposition. owners, these influencers are a route
to cultural relevance.
For marketers, this means that This, clearly, is no easy task. Looking
traditional notions of “mainstream” to the example of McDonald’s, with its The communities which follow
appeal could be due for a rethink. Famous Orders platform, can assist creators are often large, engaged and
Climate change: Droughts, rising Inflation: The war and supply shortages
temperatures and devastating are contributing to rampant inflation
hurricanes are affecting agricultural around the world, which is resulting in
productivity. Low water levels in rivers increased wage demands from labour.
used for transport, and water shortages Consequently, several key workers in
for manufacturing plants, are also the delivery chain are striking in many
affecting industry. And in many cases, parts of the world.
these also constrain rebuilding after a
natural disaster. Managing customer expectations
while minimising supply disruptions will
Sanctions and trade wars: become a key criterion for marketing
Geopolitical tensions and sanctions success in the coming year.
are driving alternate sourcing strategies
as an erupting economic cold war drives
shortages of crucial raw materials.
Supply squeeze has big impact Do you anticipate supply chain issues causing any
on small players disruption to the supply and delivery of your/your
clients’ products/services over the next year?
Marketers recognise the looming jeopardy. 28% of marketers in our
threat, but levels of concern vary. survey thought that small and medium
Amongst respondents to the 2023 businesses would be worst affected
Toolkit survey, more than 60% by supply chain challenges. No supply chain issues expected 22%
anticipate non-trivial supply chain
disruptions, but just 26% expect they And 52% of marketers surveyed
will be significant or severe. This rises felt challenger brands would be the
Minor supply chain issues with
to one in three amongst European hardest hit by supply chain challenges, 21%
very rare disruptions to supplies
respondents. as they struggle to become profitable.
Typically smaller than established
That is understandable – supply competitors, these brands also Occasional disruptions from
chain challenges will vary by region face what strategist JP Castlin calls time to time with limited impact 35%
on customers
and sector. Automotive, food and their “Maguire moment” – mounting
energy sectors are expected to pressure to deliver profits, as they
be worst hit, while commodities, mature from the start-up stage. Significant supply chain issues,
consumer goods and chemicals Those dependent on low-cost leading to regular disruption in the 24%
should be least affected. countries like China could be supply and delivery of our goods
particularly vulnerable.
Brands with scale, resources and
Severe supply chain issues,
Finding solutions In the past 24 months, has your organisation relocated any of their
operations from one country to one or more others
Businesses of all sorts are trying to (e.g., near-shoring or re-shoring?)
identify ways to minimise disruption.
Key measures include:
Design for omnichannel: The shift to twice as likely to have avoided supply chain
omnichannel strategy will also help introduce challenges in 2022.
more flexibility, as brands will be able to
source across channels to satisfy demand. Spread-out promotions: Rather than
Brands have found that integrating on-and- trying to create large spikes in sales during
offline inventory can help drive sales. Black Friday, Christmas etc. stretch out that
marketing activity over a longer period,
Promote overstocked items: easing buyer surges and taking pressure off
Marketing initiatives can also be focused supply lines.
on sell-through of overstocked items,
helping mitigate the risk of keeping larger Don’t forget the last mile: Brands tend
inventories. They can also encourage to track products till they reach last mile
businesses to manage expenses more carrier, but it’s more important than ever that
efficiently, i.e. by producing more in the experience is also high quality. Brands need
summer when energy prices are lower and visibility and predictability in last mile delivery
stocking up for winter, when they are higher. to improve customer experience, and drive
more communication and engagement with
Joint scenario planning: Cross-functional the brand.
teams from sourcing/procurement and
marketing can strategise together, and put Adding a product delivery and sourcing
plans in place for unpredictable events perspective to the marketing function simply
and global crises. Marius Bartsch, Head of by working more closely with supply chain
Customer Engagement, Digitas UK argues, teams can help improve both inventory
management and the customer experience,
Case Study
Grape-nuts: Proactive
Customer Engagement
Client: Post Consumer Advertiser: Market:
Brands (Grape-Nuts cereal) Carmichael Lynch Relate USA
At the start of the COVID lockdowns, promising to return as soon as Results Takeaways
brands were scurrying to rework they could. They also launched a PR,
• The campaign generated • Brands should pro-actively address
their supply chains while consumers social media and email campaign,
2,496 placements and over supply challenges. This will work better
were panic buying and stockpiling. proactively pushing their message.
4 billion impressions as well as than silence, or an overly defensive
Grape-Nuts cereal, manufactured at
1,200 broadcast stories, providing communication strategy. Let customers
just one facility using a proprietary In addition, the brand used social
broad reach for the brand. know what the challenges are and work
recipe and production process, was media to engage with customers,
to communicate timelines and likely
severely affected. offered fans love letters and gifts • It resulted in a 20% increase
delivery dates.
during a Valentine’s Day promotion, in brand passion, and a 5.6%
Unable to find Grape-Nuts on shelves, and offered giveaways and coupons. increase in sales – despite being • Brands should stay engaged with
customers took to complaining It also reimbursed fans who had unavailable for months. customers via social and other platforms
on social media. The brand had to spent up to $110 per box on the black during delivery delays, offering unique
• The Grape-Nuts Secret Super
respond but had no visibility on when market once supplies resumed. or user-generated content, fan groups,
Takeaways 1 2 3
Supply chain excellence will Marketers can help manage Data analysis and planning
drive market advantage. supply chain disruptions. are critical elements for both
marketing and supply.
Consistent availability and rapid Proactively addressing the challenges
delivery sustained by a powerful, created by supply disruptions Marketers are skilled at developing
dynamic supply chain has been a and driving effective customer strategy using data, and planning for
driver of corporate value in recent communication will help blunt the multiple scenarios. These are exactly
years. As supply is disrupted, the impact of inventory limitations and the skills required for sourcing and
brands able to maintain a lead here delivery delays. Engaging with the procurement strategies today. Joint
The logic behind this argument runs as As brand custodians and growth
follows: economic volatility – whether architects, marketers should resist
because of rising inflation, energy the impulse to dilute environmental
prices or interest rates, or supply-chain ambitions, and instead focus on baking
roadblocks and COVID-19 aftershocks eco-friendly values into their affordable
– will cause many shoppers to ruthlessly products. This would help green
prioritise affordability. options become the default, rather than
demanding people change habits, or
Such a trend, in turn, has two spend more, to protect the planet.
assumed consequences: one, that
eco-friendly goods are generally This approach best serves the
high-end options, and therefore large number of consumers who
vulnerable to trading down; and, two, want purchases to be good for the
businesses facing revenue pressure environment and their wallets. And
will cut green initiatives which cannot success in these endeavors can thus
deliver instant returns. facilitate brand differentiation and
deeper relationships.
Research firm Kantar, for example,
discovered that 45% of consumers On the flipside, inaction or ecological
While consumers have grown this “value–action gap”, but with intrinsically blends lower prices with
increasingly eco-conscious over time, household budgets under pressure, a facility for consumers to sell on
price is usually still a more important brands need to: used items in a circular way.
purchase driver – an attitude that
• Find the sweet spot across value, • IKEA provided tips on how
solidified during COVID-19’s economic
convenience and sustainability; customers can “upcycle” its furniture
disruption.
they already own rather than buying
• Make it easy by treating green
new goods.
That does not mean shoppers are credentials as a “gift” instead of
abandoning their principles; they may, requiring behaviour change; • Levi’s effectively used
for instance, opt for the cheapest communications to indicate how
• Embrace “eco-accidentalism” so this
sustainable option, not switching to the back-end processes leveraged
choice is the default;
products without these qualities. in creating recyclable 501 jeans
• Make consumers feel good about worked.
• Cerveza Nuestra Siembra countered
As such, marketers must not view this these purchases.
rising Ecuadorian beer prices by
as an either/or proposition; people Learn from other markets
tapping local production to make
want to save money and safeguard the A wide spectrum
Brands should look to a variety of a wallet-pleasing, but high-quality,
environment.
For some companies, an affordability/ markets for guidance, too: brew.
sustainability mix is baked into the
The value–action gap • Indian carmaker Maruti Suzuki • Finish dishwasher detergent
business model. Others will have to
reframed its messaging around fuel responded to a Turkish currency
Shoppers are often worried about work harder in this regard.
Amy Imbriaco
Rebecca Dibb-Simkin General Manager, Ye Danpeng
CMO Greater China CMO
Octopus Energy Tumi Robam
Case Study
Takeaways 1 2 3
Economic progress and ecological Reducing any friction is an invaluable Marketers in some countries are
protection are often viewed as step to encouraging consumer more experienced at dealing with
opposing forces, especially in periods adoption – and can simultaneously issues like currency devaluations,
of financial distress. Questioning enhance the perceived value of a fluctuating household expenditure
this assumption, however, opens product amongst shoppers. and looking beyond promotions as
up a slate of interesting possibilities they try to engage target audiences
for marketers. Finding emotionally satisfying ways of in hard times.
serving buyers could assist brands in
In the long term, blending what is right maintaining price elasticity in a period Learning from these nations may not
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